Navigating Unstructured Environments: Lessons from the Nupe Cultural Resource Centre, Bida, Niger State, Nigeria

When I first arrived in Bida for my NYSC posting, I expected a typical IT or administrative environment — systems, structure, maybe even a workflow chart on the wall. What I found instead at the Nupe Cultural Resource Centre was closer to organized chaos. Records were mostly paper-based, devices were few, and "process" often meant memory and goodwill.

For someone fresh out of university, armed with theory and curiosity, it was both disorienting and intriguing. But it turned out to be one of the most formative seasons of my career.

Learning to Lead Without a Manual

There was no defined IT department. My role as Personal Assistant / Information Technologist meant everything and nothing at once — drafting letters, troubleshooting computers, typing reports, even helping organize cultural events. Every day began with a new version of "figure it out."

At first, I tried to create structure by force — folders, checklists, templates. But it didn't stick. People weren't resisting out of laziness; they just worked differently. I realized leadership here meant adapting to context, not imposing control.

So, instead of enforcing my way, I started observing theirs — the unwritten systems that already existed. Who people trusted for certain decisions. How information actually moved. Once I mapped that flow, I began introducing small, respectful upgrades.

A simple digital record system for documents. A shared USB drive for storing templates. Naming conventions that made retrieval easier. Nothing fancy — just enough order to make the work lighter.

Flexibility Is a Skill, Not a Compromise

Working in a low-resource environment forced creativity. When the only office printer broke, I figured out a way to connect a borrowed one through a laptop as a print server. When internet access failed, I used my phone hotspot to sync files or send urgent messages.

Those small wins built confidence — in me and in others. It wasn't about showing off tech skills; it was about proving that systems could work here, too.

I learned that sometimes efficiency doesn't come from new tools, but from how well you adapt old ones.

The Human Side of Systems

Technology solves problems, but people sustain the solutions. Once colleagues saw that digital tools made their work easier, they became open to learning more. I started informal training sessions — short, practical, and focused on what mattered to their roles.

Those sessions did more than improve workflow; they built trust. It reminded me that transformation, no matter how technical, always starts with people feeling seen and capable.

What That Experience Taught Me

Looking back, my time in Bida was less about IT and more about leadership in its rawest form — making progress with limited tools, listening more than instructing, and finding clarity in messy realities.

Every structured system I build today, every company I've co-founded since, carries that lesson: if you can bring order to unstructured spaces without killing their spirit, you can lead anywhere.

In a world obsessed with optimization and frameworks, the real test of skill is how you perform when there's none to lean on. Bida taught me that structure isn't always a prerequisite for progress — sometimes, it's the result of patience, humility, and persistence.

— Emmanuel Ogugua